An analysis of globalization strategies for real estate service providers
Name
42368298-MIT.pdf
Description
Full printable version
Size
11.35 MB
Format
Adobe PDF
Checksum (MD5)
76715dcfeaa9e046f3edcc79cc8b4e31
Author(s)
Gasperoni, James H. (James Henry), 1967-
Ravin, David R. 1971-
Advisor(s)
Blake Eagle.
Date Issued
1998
Publisher
Massachusetts Institute of Technology
Abstract
The technological advancements developed within the past decade have severely influenced the way national real estate companies do business. Geographical boundaries that once segregated companies into specific regions of dominance have all but disappeared. As other industries expand their operations overseas, real estate companies have had to devise their own international strategies in order to capitalize on the new 'global' market. This thesis will begin by stating three traditional hypotheses on how real estate companies should attempt to make the transition into becoming global real estate providers. These hypotheses include establishing a joint venture with an existing international corporation, acquiring a local presence by absorbing foreign real estate firms, and finally by marketing a firm's particular expertise to other foreign markets. The best solution depends on a particular company's strengths and weakness. Every international strategy requires a different strategic plan and implementation process. The second half of the thesis will involve three case studies on real estate providers that have already attempted the "globalization" transition. These companies include Lend Lease, CB Richard Ellis, and LaSalle Partners. The companies on the front line of any new industry venture are the first to test the academic hypotheses. We will compare and contrast the success of the aforementioned strategic plans with respect to these three companies. By carefully reviewing the successes and lessons learned by the industry leaders, other real estate companies can better understand their particular opportunities by going global. It is apparent to most of the real estate industry that the local specialized service provider is a dinosaur. Some companies have started the transition into tomorrow and it seems logical that other service providers will not want to reinvent the wheel.
Description
Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 1998.
Includes bibliographical references (leaves 136-139).
Subjects
Urban Studies and Planning
MIT Department
Massachusetts Institute of Technology. Department of Urban Studies and Planning
Terms of Use
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